About EnTranCe
EnTranCe is a community of experts and practitioners for “enterprise transformation”. In numerous Circles (aka working groups) and joint publications, we examine different aspects of this far-reaching topic.
In previous working groups, we analyzed the impact of new product-oriented and agile work organizations on large-scale projects. Despite the undeniable advantages of these forms of work organization, weaknesses are becoming apparent in many companies.
Shortcomings include, for example, end-to-end requirements and integration, responsibility for project goals, transparency for top management, or dependency management.
Among other things, we have developed two interventions that help overcome these disadvantages without jeopardizing the continuation of transformation efforts.
A Leadership Triangle is a small team that takes the perspective of a project and covers the aspects of stakeholder management, requirements, and solution development. Note that the Leadership Triangle ensures the end-to-end perspective and does not interfere in the internal affairs of individual teams as long as they deliver the solution building blocks required by the project.
An Initiative Overview Map (IOM) is a temporary, end-to-end documentation that represents a project’s goals, requirements, solution building blocks, dependencies, and planning constraints. The IOM serves as a binding source of truth to which all participants are committed.
About FIDA
FIDA is a forthcoming regulation from the European Commission, likely to come into effect in 2026 or 2027. The regulation governs the rights of customers of financial products to manage their own data. FIDA will therefore have a profound impact on the IT landscapes of all major financial institutions, including banks, insurance companies, and asset managers.
FIDA will trigger major IT projects in all affected companies, which will bring with them particular challenges in the areas of enterprise IT architecture and coordinated project management.
Since FIDA affects virtually all areas of the company simultaneously and thus creates numerous complex dependencies, today’s companies, where global supply chains and fragmented agile organizations predominate, are particularly challenged.
The Circle "FIDA Meets Transformation"
In the new working group “FIDA Meets Transformation” we are investigating solutions for the efficient implementation of FIDA projects in large enterprises.
In particular, we analyze the foreseeable difficulties that will arise when distributed and poorly coordinated teams are asked to jointly fulfill complex FIDA requirements. For FIDA, the situation in many companies is catastrophic. At its core, FIDA requires a unified view of customer data. Such a view, which is lacking in most companies today, cannot be achieved by a distributed and uncoordinated team.
Who Can Participate
Anyone who works in a company affected by FIDA and is affected by the changes triggered by FIDA is welcome to participate – especially those actively involved in implementing the changes triggered by FIDA.
Mode Of Working
We meet every two weeks for two-hour working sessions via MS Teams.
2nd July | 4PM
Kick-off Meeting
16th July | 4PM
1. Working Session
Overview (Total Group)
23rd July | 4PM
1. Stream Meeting
“IOM”
30th July | 4PM
2. Working Session
Overview (Total Group)
4th August | 3PM
1. Stream Meeting
“Triangle”
Our Deliverables
All results we will publish three major outcomes on the EnTranCe website:
- Technical solution patterns catalogue
- Best practices in project management (based on the idea of the leadership triangle and applied to FIDA’s specific requirements such as the customer dashboard or the necessary data integration)
- Sample documentation model (based on the concept of an Initiative Overview Map (IOM) we develop an exemplary documentation for a fictitious FIDA project)
Conditions For Participation
Each participant agrees not to disclose any secrets about their work or projects that are subject to confidentiality. This may include, but is not limited to, business strategies, project plans, allocated budgets, technical information, product and service offerings, and sales and marketing data.
All results of the circle may be published through various channels and used without restriction by all participants.
Participation is free of charge. Each participant bears their own costs.
Background
In the 1980s and 1990s, the good old days of project management, a project like FIDA was straightforward. A company would assign a project manager. Dedicated staff would work exclusively on the project for the entire duration of the project.
But let’s stop romanticizing.
Besides being difficult to implement for large projects even in the 1980s, this approach also had weaknesses that became apparent during the transition to long-term maintenance.
With the growth of IT landscapes, globalization, and the arrival of Generation Y and Generation Z on project teams, new concepts were needed to meet the increased demands for flexibility and employee involvement. This came at the expense of the fragmentation of large-scale projects into global supply chains and agile, product-oriented teams.
This fragmentation led to a decentralization of leadership and a shift in focus from the project context to individual solution components. While this improved understanding of the individual solution components, knowledge of how they interact to create an overall solution was lost.
Over the last decade, it has become clear that project fragmentation has created new problems, which manifest themselves in the following aspects:
- Weak end-to-end requirements and integration
- Insufficient overview of the business context for individual teams
- Lack of ownership of project goals
- Insufficient commitment from project participants
- Silo formation
- Lack of awareness of success factors for the overall project
- Insufficient intervention options for top management
- Unclear dependencies between teams